| In order to meet the requirements of urbanization and market economy,in 1997,Tianhe District of Guangzhou City took Shipai Village as a pilot to guide the economic organization’s innovative organization and operation form.Each rural collective economic organization set up a “village restructuring company” to manage collective assets.This led to the transformation of the village in the urban village of Guangzhou.The original village cadres in the city were basically converted into party organizations leading cadres and board members of the village restructuring company.Based on the theory of principal-agent theory and performance management theory,this paper analyzes the historical development of Guangzhou Zhongzhongcun restructuring company,and analyzes the governance structure of Tianhe City Zhongcun restructuring company by taking Tianhe District,where the village restructuring system is at the forefront.Cadre status,main responsibilities and compensation performance system.Based on the analysis of the work function of the village cadres in the company,the framework of the performance appraisal index system of the cadre of the village restructuring system is constructed,and the analytic hierarchy process is used to empower the appraisal indicators,in order to provide a set of feasible and capable for the current urban remodeling company.Objectively evaluate the evaluation plan of the performance of the company’s cadres.Through analysis,the indicator system constructed in this paper has the following characteristics:(1)The performance indicators of the cadres of urban village restructuring companies include the economic development,corporate management,party affairs construction,community security and community environment.The top three weights account for about 85% of the total,which almost determines the performance of the company’s cadres.Assessment results.This is also in line with the original intention of the transformation of the village in the city,that is,the separation of political and economic functions between the neighborhood committee and the village restructuring company.(2)There are 27 secondary indicators for the performance appraisal indicator system of the cadres of the urban village restructuring company.The “operating income” index has the largest weight of 16.75%;the second is “three-capital” management with a weight of 11.56%;the remaining 25 secondary indicators have weights below 10%.The weights of the secondary indicators of “community safety” and “community environment” are both 1-2% and the maximum is no more than 3%.The results of the second-level indicator weight coefficient are similar to the first-level indicators.The village restructuring company pays more attention to economic aspects such as asset management,value-added and guarantee,and weakens community health,safety,publicity,and other social management functions.The normal operation of performance appraisal indicators requires the protection of relevant supporting measures.It is recommended to improve the cadre salary system based on performance appraisal,strengthen the cadre’s ability training and clean government education,dynamically adjust the indicator system and strengthen performance communication,and strive to strengthen the construction of reserve cadres in the village restructuring system..In this way,it can provide reference for the subsequent research on the village cadres in the city,further enrich the performance management theory;establish an effective evaluation standard for village cadres(village restructuring company cadres)in practice,and evaluate it scientifically,reasonably and comprehensively.Their work performance guides them to strive for the healthy development of the village in the city. |
